I first heard about 360-degree feedback in the mid-1990’s when I served as an HR director in a large transportation company. At that time, multi-rater leadership feedback was a somewhat radical idea which was being promoted at GE under Jack Welch. Welch struggled with effective leadership across his vast empire and used 360-degree data as a way to evaluate a leader’s effectiveness on more than just their business results.
We tend to think of acquiring new skills or knowledge as a solitary endeavor. From the neat little rows of desks in elementary schools to the massive lecture halls of universities, learning usually means picking up a book, taking a class or listening to a lecture. One method that is often overlooked is using peers as agents of learning and team development. Peer learning or cohort teams make the learning assignment shared by a collaborative team. Individuals collectively acquire knowledge and experience, share new information and hold each other accountable for assignments and insights. Learning teams are a realistic, fundamental way to build collaboration in the workplace.
“Can you increase management effectiveness in my organization?” “Can you teach my managers how to manage their staff?” “Can you explain how to write measurable performance goals?” “Can you show us how to tell someone their work is not up to expectations?”